Days 1–30
Diagnose
People · Process · Customer journey · Financial performance · Capacity · Productivity · Quality · Data · Technology · Risk · Leadership capability
Output: Executive diagnostic + priority matrix
About
Senior operations leadership across enterprise delivery, customer experience and commercial transformation — with 300–600+ FTE operations in the career record.

I'm a senior operations and business transformation leader with 23+ years of experience, including 18+ years in senior leadership, building and improving large-scale BPO, contact centre and customer operations across India and international delivery environments. I've led 300–600+ FTE operations, aligning workforce strategy, service delivery, customer experience and commercial performance with business objectives.
My record includes 30% business growth at Quickom, 20% productivity improvement at Transcendix, 25% lower attrition at MegaaOpes and £29.79M in Lloyds TSB collections performance through IBM Daksh, representing 104% year-on-year growth. Across Quickom and MegaaOpes, I delivered ₹3.6 crore in combined annual operating cost savings — 14.4% across a ₹25 crore baseline — while maintaining service quality. I sustained 95% annual average SLA attainment at Quickom and improved IBM Daksh process SLAs from 60% to 94% within 12 months.
I bring a commercially focused, transformation-led approach spanning workforce optimization, performance governance, Lean Six Sigma, process redesign, analytics and technology-enabled improvement. I develop management teams, strengthen accountability and translate business priorities into measurable delivery outcomes, drawing on experience supporting UK and US customers and leadership in India and the UAE.
18+ yrs
Senior leadership
300–600+
FTEs directed
₹3.6 Cr
Combined annual cost savings
India · UAE · International
Delivery footprint
Core competencies
Leadership philosophy
My role is to create clarity where operations have become complex: connect customer outcomes to commercial performance, translate data into decisions, and give leaders the operating rhythm to act.
I believe sustainable performance comes from capable managers, transparent accountability and improvement methods that remain useful after the transformation programme ends.
How I would approach a new mandate
Illustrative approach only; priorities would be adapted to the organization, its people and its operating context.
Days 1–30
People · Process · Customer journey · Financial performance · Capacity · Productivity · Quality · Data · Technology · Risk · Leadership capability
Output: Executive diagnostic + priority matrix
Days 31–60
Performance cadence · Manager accountability · Capacity · Productivity · Service leakage · Customer experience · Quick wins · Governance
Output: Stabilization plan + operating rhythm
Days 61–90
Productivity · Growth · Transformation opportunities · AI/automation opportunities · Operating-model improvement · Leadership capability · Measurable business outcomes
Output: Transformation & growth roadmap
Based in Bangalore, India · Open to global mandates